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| Criterion |  Systems Thinking Systems Mapping |  Systems Thinking Leverage Points |  Innovation Reverse Brainstorming |  Innovation Brainstorming |
|---|---|---|---|---|
Purposedifferent | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | For persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. | When a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 1-3 h | Half day | 30-60 min | 30-60 min |
Participantsdifferent | 3-12 | 3-12 | 3-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | System Map, Dependencies, Leverage Points | Leverage Map, Action Strategy | Reverse Ideas, Risk Themes, Solution Ideas | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | Systems thinkingMappingBoundariesChange | Systems thinkingChangeStrategy | BrainstormingIdeationCreativityRisk | BrainstormingIdeationCreativityWorkshopDivergence |